Am I a Good Leader? A Leadership Self Assessment in 10 Quick Questions

Quick Summary: Am I a Good Leader? Review these questions and their related lessons to assess your leadership skills and identify areas for improvement.

1. Do I Need the Credit? Champion your team and let them shine.
   • Lesson: I am not the star of the show.

2. Why Do I Want to Be a Leader? Identify your motivations for being a leader.
   • Lesson: I am not in competition with my team.

3. Am I Accountable? Accountability is everything.
   • Lesson: Everything is my fault.

4. Am I Willing to Be Wrong? Don’t get emotionally attached to your ideas.
   • Lesson: I am not always right.

5. Am I Passionate? Some obsession is necessary for longevity and fulfillment.
   • Lesson: I have to really want it. Like… really want it.

6. Am I Easily Discouraged? Will of steel separates mediocrity from greatness.
   • Lesson: I will not get discouraged. 

7. Do I Care About Being Popular? Let go of needing to be liked to gain respect.
   • Lesson: I don’t need to be liked; I need to be respected.

8. Am I Confident? Conviction, faith in your competence, and composure are essential.
   • Lesson: Confidence is quiet; insecurity is loud.

9. Can I Influence Others? Team members should want to follow you.
   • Lesson: Leadership is influence, not authority.

10. Can I Inspire Others? A truly great leader inspires others to greatness.
    • Lesson: Inspiration is the difference between compliance and commitment.

---

So, you want to know if you’re a good leader. Let’s start with the good news: anyone can be a good leader. The fact that you’re even asking yourself that question is a great start; it shows the ability to self-reflect and indicates a desire for improvement (which are two things any great leader needs). The questions in this article should challenge you, encourage you to see leadership differently, and inspire you to be a better leader.

This leadership self-assessment was designed to help you get real about where you’re at as a leader. Leaders tend to be busy people, so without further ado—let’s get into it.

1. Do I Need the Credit?

If you’re in it for the gold stars and applause, leadership is not for you. Great leaders shine because they know how to let their team shine. If you’re a spotlight hog, you’re doing it wrong. That’s a one-way ticket to having a demotivated team who resents you. And I promise you, there is nothing worse for a business (or your work life) than having team members who resent you as a leader. Which brings us to our first lesson:

Lesson #1: I am not the star of the show.

Success as a leader relies on your ability to champion your team and let them shine. Your team is the star of the show, not you. Empowering others, openly celebrating their achievements, and giving them the credit they deserve creates a motivated, trusting, high-performing team—and when your team wins, you win. Your job as a leader is to build a team of MVPs who feel valued and motivated while you strategize, plan, and delegate—not steal the show. Your sheer effort alone is also not enough—you need a team to drive progress and achieve goals for the business.

Great leaders know the real reward isn’t the applause; it’s the long-term success that comes from building an A-team. So, am I a good leader? Only if you can park your ego and let others thrive.

2. Why Do I Want to Be a Leader?

Your motivation for wanting to lead is crucial. If it stems from ego (a desire to be in charge of others, the clout of an authority position, thinking it makes you the star of the show, etc.)—think again. Because of all the terrible leaders we’ve seen over the years, it’s the power-hungry, credit-seeking ones who compete with their team who are the absolute worst. So, what’s worse than leaders who hog the spotlight? Leaders who act like they are in competition with their team members. It alienates people and breeds toxicity from the top down. Not good.

Generally, these are people who struggle to make the mental transition from player to leader—to see that they’re not the one on the field anymore; they’re the one strategizing the plays.

Lesson #2: I am not in competition with my team.

Over our years of training leaders (managers, business owners, team leads, etc.), these lessons are always the hardest for them to grasp. It’s hard because it requires an ego sacrifice (you are not the star), biting your tongue when necessary (pick your battles wisely), and an unwavering commitment to playing the long game (don’t sacrifice long-term gain for short-term recognition)—all with a flawless poker face.

Example: For those of you who have watched The Incredibles, Bob (Mr. Incredible) is a perfect example of the above. These themes we’ve discussed—ego sacrifice, picking your battles, and foregoing short-term recognition for long-term gain—are evident as Bob learns to set aside his desire to be the sole hero and acknowledges the strengths of his family members, empowering them to work together as a team. His humility ultimately strengthens their collective impact and is what helps him save the world (literally).

3. Am I Accountable?

Let’s face it: not everyone is cut out for leadership. A good leader inspires, guides, and nurtures their team. Leadership isn’t about giving orders or micromanaging (or getting the credit). Leadership is about creating a vision and empowering your team to help achieve it. It’s also about creating a team whose members are comfortable collaborating with, bouncing ideas off, asking for help from, and celebrating the wins of each other—even in the face of competition. As the leader, you set the tone for this. You set the tone for everything. It is both the beauty and the curse of leadership: with total power comes total responsibility (and accountability). Which brings us to my favourite lesson:

Lesson #3: Everything is my fault.

It sucks, we know. But the sooner you accept it, the better off you’ll be. Heavy is the head that wears the crown. We know lesson #3 is a tough one, and you may be thinking, “Man… that’s harsh.”

Well, to that we say:

Example: Let’s say the company you work for is having a huge Black Friday sale—and for whatever reason, the business bombed. In this scenario, you are the general manager. Sally is the sales manager, Hannah is a top sales rep, and Bailey handles social media. The general manager (you) asks Sally what happened. Sally says Hannah didn’t perform as well as usual. So, you ask Hannah what happened, to which she replies, “There just wasn’t enough buzz this year,” so her clients weren’t as excited to buy. So, you find Bailey and ask her what happened. She says Sally never sent her the social media schedule leading up to Black Friday. So… who’s to blame in this scenario?

The answer is… You! Insert gasp. You’re in charge of these people, after all—this is your team. In this scenario, Sally was also a bad leader. As a manager, she can’t point fingers at her team—she needs to take accountability, communicate with her team, and ask for guidance when she needs it. The measure of a great leader is the success of their team. They fail, you fail. Got it? Okay, next.

4. Am I Willing to Be Wrong?

Newsflash: you’re not always going to be right. And that’s okay. The key is failing fast and learning faster. Leadership is an experiment, not a crystal ball—and sometimes your “brilliant” ideas aren’t so brilliant after all, and you need to be okay with that.

Speaking of experiments (for you science nerds out there—which we certainly are), I can sum this lesson up in three words: principle of falsifiability. A fundamental component of the scientific method introduced by Karl Popper, this principle states that you must specify the criteria with which your idea (or hypothesis) would be proven wrong. This means you are only “right” in the absence of contradictory evidence.

Because if your idea can’t be proven wrong, then it’s always right—and nobody is always right!

Lesson #4: I am not always right.

We don’t seek evidence that we are correct; we seek the absence of evidence that we are wrong. So, an idea only holds up if it can be tested and proven wrong. And if we’re proven wrong, we don’t push harder or pout—we switch gears and keep it moving. To succeed as a leader, this is the mindset you need to adopt. Okay, there’s your little science lesson for the day.

To really thrive and foster growth, create an environment where your team feels safe challenging your ideas. Empower them to tell you when you’re about to run your project off a cliff or when you’re on the wrong horse entirely. No one wants to work in a company where leadership doubles down on bad decisions. Be open to being wrong, pivot quickly, and stay focused on the goal: winning.

Besides, as a leader, what more could you ask for than being proven wrong by a team member who has a better idea? Instead of being miffed, you should be thrilled—because that means you’ve got one heck of a team. Wasn’t it Da Vinci who said, “Poor is the apprentice who does not surpass his master”? When the student outgrows the teacher, it’s a beautiful moment. As a leader, those are team members you want to hold onto with everything you have—because those are your star players.

5. Am I Passionate?

Passion fuels perseverance. If your only motivation is more money or power, burnout is inevitable. Sure, not every day will be rainbows and unicorns, but if you’re not at least mildly obsessed with helping others achieve their full potential, it’s going to be tough to stick it out in a leadership position.

Lesson #5: I have to really want it. Like… really want it.

Ask yourself: Do I genuinely care about being a leader? Will it still excite me in five years, or is it just a passing whim? Passion is the spark that keeps the fire alive, even when the going gets tough—kind of like in relationships! Intrinsic motivation is essential for longevity.

Intrinsic vs. Extrinsic Motivation

• Intrinsic Motivation: This comes from within—leading because you genuinely enjoy it or find it meaningful.
• Extrinsic Motivation: This comes from external rewards like money, recognition, or status. While extrinsic motivation can be powerful, it’s not sustainable on its own. A desire to “make more money” or gain status might get you started, but it won’t keep you going when challenges arise.

Successful leaders need a healthy mix of both motivations. They’re passionate about their work (intrinsic) but also driven by external goals like financial success or recognition (extrinsic). Again, some degree of obsession and fire is necessary. So… am I a good leader? Only if you truly feel that fire from within.

Serious about scaling your business? If you want to grow, being a good leader is essential. If you’re ready to grow your business but aren’t sure where to start, we’re here to help. At NowCPA, we offer strategic financial advising and take financial stuff off your plate, so you can focus on what truly matters – growing your business. Get started today.

6. Am I Easily Discouraged?

For those of you who have seen the movie Erin Brockovich, this lesson will be easy: What separates those who succeed from those who don’t is whether they get discouraged. Erin is a great example because, despite having no formal training, she didn’t let that hold her back. Not only that, but when her business partner was ready to give up, she kept going. It was through sheer effort and tenacity that she achieved greatness (even with the odds stacked against her).

We’ve touched on intrinsic motivation and passion, and it’s these qualities which fuel perseverance. People who possess these qualities tend to be the most conscientious (which is closely linked with industriousness)—meaning, they often make the best leaders.

So, when asking yourself, “Am I a good leader?”, remember: even if the whole team is discouraged or all hope seems lost, it’s on you to keep going.

Lesson #6: I will not get discouraged.

Using another example from The Incredibles—remember this scene with Edna Mode? No, we don’t recommend smacking anyone with a newspaper; however, Edna certainly has the right attitude for success. When Helen is feeling hopeless, Edna reminds her who she is and what she is capable of, emphasizing that Helen already knows what she needs to do—she just needs to buck up and go do it. Could you imagine Edna Mode getting discouraged? We rest our case.

Now, as you’re reading this article, if you feel discouraged—leadership probably isn’t for you. Because if this article alone is enough to discourage you, then you’re in for a world of disappointment when it comes to the realities of being a leader. However, if you feel motivated, excited, and eager to learn even more after reading this article, then you’ve probably got what it takes. Leading a team or running a business is no walk in the park, and you will get discouraged at times. It’s inevitable… but it’s your tenacity that will separate you from those who crumble in the face of discouragement to join those who achieve greatness.

7. Do I Care About Being Popular?

To put it simply, you can’t be a people-pleaser: If you’re chasing popularity, you’re setting yourself (and your team) up for failure. Leadership is about making the right decisions for the business and long-term best interest of team members (even if they don’t see it right away). To do this, you need to remain objective, keep your emotions on the backburner, and stay focused on the big picture. What matters most is that you’re making strategic moves in the right direction, and sometimes that means being the bad guy. Needing to be liked also reveals signs of insecurity/weakness, and often leads to favouritism – which are both toxic to leaders (and the business as a whole).

Lesson #7: I don’t need to be liked; I need to be respected.

Your role isn’t to be everyone’s best friend. It’s to guide your team toward success, even when it means making tough calls or risking hurting people’s feelings (which we want to avoid, obviously—but sometimes it’s inevitable). This might involve delivering hard feedback, enforcing unpopular policies, or holding people accountable when they fall short. No, these things won’t win you a “Boss of the Year” mug from everyone, but they will earn you respect, and that’s what matters.

Example: You have a team member, Julie, who is consistently underperforming. You have a meeting with Julie to discuss her sales numbers, troubleshoot, etc. Her ego has taken a hit and – you guessed it – in this moment, she is not your biggest fan. But, you made an improvement plan for her, and together, you discussed the plan, clearly communicated expectations for improvement, and ensured proper supports were in place for Julie to succeed. Three months later, Julie hits all her targets. This is what prioritizing the needs of the business and long-term best interest of team members over being liked looks like.

8. Am I Confident?

Confidence isn’t arrogance. It’s not walking into the room thinking you’re the smartest person there; it’s walking in knowing you can handle whatever challenges come your way. As a leader, your confidence should translate as an unwavering faith in your competence and high level of composure, even in the face of unpleasant surprises. When the building is on fire or everyone is losing it, you’re cool as a cucumber—and that’s why you’re the leader. Ever heard the phrase, “money talks, wealth whispers”? Well, confidence works pretty much the same way: Truly confident people don’t feel the need to shout it from the rooftops.  

Lesson #8: Confidence is quiet; insecurity is loud.

Confidence allows you to make decisions with conviction, admit when you’re wrong, and fosters trust in your team. When confidence is lacking, leadership wavers – and your team will follow suit. Remember, as the leader, you set the tone for everything. But if your confidence tips into arrogance, you risk alienating people and dismissing valuable input… Which is just as bad.

Building confidence doesn’t mean faking it until you make it—it means preparation. Know your stuff. Work hard to be the best. Do your research. Be clear on your goals. This cannot be overstated: confidence grows from experience, not ego. Think of Katniss Everdeen in The Hunger Games. She wasn’t the loudest or most commanding presence, but her quiet confidence and composure earned her the respect, loyalty, and trust of others.

9. Can I Influence Others?

Influence isn’t about manipulation; it’s about inspiring people to follow your vision because they believe in it, not because they are forced to. To truly influence, you cannot convince or persuade—and you shouldn’t (because it comes across as desperate or manipulative). Instead of persuading, lead by example and inspire others, champion your team members, and give people credit. Think about it: would you want yourself as a leader? Would you follow you? Put simply: be someone you would want to follow. Don’t convince people to follow you; make people excited to follow you.

Lesson #9: Leadership is influence, not authority.

TThe best leaders don’t just tell people what to do – they show them why it matters and get them excited about the journey and purpose. Influence comes from gaining trust, communicating authenticity, and embodying a clear sense of purpose. Your team needs to feel like they’re part of something bigger than themselves.

Example: Take a cue from Steve Rogers, also known as Captain America. His ability to rally his team—even when the odds were stacked against them—wasn’t because he barked orders; it was because he led with integrity, clarity, and purpose. Influence like that is earned, not given.

10. Can I Inspire Others?

Leadership without inspiration is just management. If you want people to go above and beyond and remain loyal to you, they need to feel inspired by you—not just obligated to follow you. This ties into our previous point, but inspiring others is what elevates leadership beyond simple influence to the next level. It’s the difference between getting an employee to rise to the occasion once and getting them to knock it out of the park every single time. Inspiration creates MVPs.

Lesson #10: Inspiration is the difference between compliance and commitment.

Inspiration comes from constant optimism. Think about it: if most interactions with your team members are coloured by a “strictly business” attitude—or even worse, negativity—they will never feel inspired to perform or follow your lead. The best leaders get down to brass tacks quickly, then spend the remainder of their interactions encouraging, motivating, and supporting team members. Don’t shy away from it—everyone loves a good compliment. Compliment your team members often and in front of others. That last part is especially important: criticize team members in private and praise them in public. When you make people feel special, they want to impress you, which means they perform better. It really is that simple.

Example: Think about Ted Lasso. He inspires his team not through expertise in soccer (because let’s face it, he had none) but through his relentless optimism, genuine care for his players, and belief in their potential. That’s inspiration in action: lifting others up so they can see what they’re capable of.

Final Thoughts: Am I a Good Leader?

So, are you a good leader? How are you feeling after reading this article? Remember, it’s not about achieving a perfect score—it’s about asking the right questions and being honest with yourself about the answers. Leadership isn’t about knowing everything or getting it right 100% of the time. It’s about constant growth, self-reflection, and a willingness to improve.

If you’ve identified areas where you fall short, that’s a good thing. It means you’re self-aware enough to recognize where you can improve. Remember, great leaders are made, not born. With humility, perseverance, and a commitment to growth, you can establish yourself as an exceptional leader and make a real difference. If you’ve ever had a great leader or mentor, you know what we’re talking about—they make an impact that lasts a lifetime.

Let these questions serve as a starting point, not a finish line, in your journey toward becoming the leader your team deserves. You’ve got this.